Dimensions of transformational leadership: Conceptual and empirical extensions

By A. Rafferty, Mark A. Griffin. 2004

1,272 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9150003b0f38d719a4774b61f52451be2313eb3c

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Citations in the corpus

Transformational leadership and employee performance: The role of identification, engagement and proactive personality (2019, background): “They also “motivate followers to achieve performance beyond expectations by transforming followers’ attitudes, beliefs, and values” (Rafferty and Griffin, 2004).”
Spiritual values and practices related to leadership effectiveness (2005, background): “This study and others (Kouzes & Posner, 1999; Rafferty & Griffin, 2004) have separately examined the leader behavior of providing praise or personal recognition.”
A process model of self-regulation and leadership: How attentional resource capacity and negative emotions influence constructive and destructive leadership (2015, background): “Transformational leaders motivate others by providing themwith a value-laden vision, intellectual stimulation, inspirational communication, supportive leadership and personal recognition (Rafferty & Griffin, 2004).”
Method Variance and Marker Variables: A Review and Comprehensive CFA Marker Technique (2010, methodology): “These two steps were not included in the three key studies discussed from our review (Rafferty & Griffin, 2004, 2006; Ye et al., 2007).”
Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes (2014, methodology): “To assess TFL, the 15 items of Rafferty and Griffin (2004) were used.”
Perceptions of transformational leadership and job satisfaction: The roles of personality traits and psychological empowerment § (2016, background): “Additionally, by creating opportunities for followers to make changes in their own work, managers may increase employees’ feelings of impact and choice (Rafferty & Griffin, 2004).”
Transformational Instructor-Leadership in Higher Education Teaching: A Meta-Analytic Review and Research Agenda (2016, background): “Rafferty and Griffin (2004) defined vision as “[t]he expression of an idealized picture of the future based around organizational values” (p.”
Self-Efficacy and Resilience: Mediating Mechanisms in the Relationship Between the Transformational Leadership Dimensions and Well-Being (2019, background): “The central element of intellectual stimulation has to do with enabling followers to think about problems in new ways (Rafferty & Griffin, 2004).”